Tuesday, August 20, 2019
The Crucible: Hysteria And Injustice :: Essay on The Crucible
The Crucible: Hysteria and Injustice Thesis Statement: The purpose is to educate and display to the reader the hysteria and injustice that can come from a group of people that thinks it's doing the "right" thing for society in relation to The Crucible by Arthur Miller. I. Introduction: The play is based on the real life witch hunts that occurred in the late 1600's in Salem, Massachusetts. It shows the people's fear of what they felt was the Devil's work and shows how a small group of powerful people wrongly accused and killed many people out of this fear and ignorance. Also important to the play is how Arthur Miller depicts how one selfish, evil person like Abigail Williams can bring others down and make others follow her to commit evil acts. These evil acts affect even the most honest people in the town like John and Elizabeth Proctor, and Rebecca Nurse who cannot fight the accusations made against them by those following Abigail. Those following Abigail are considered to be holy men that are full of honesty and justice, but the play shows that even those who are thought to be respectable and right, like people of government or community leaders can bring death to innocent people if they are driven by something wrong. II. Plot: The plot begins with the inciting incident where Rev. Parris finds his niece Abigail Williams and his daughter Betty along with his slave Tituba doing some dance in the forest. Right when he finds them, Betty becomes sick and won't talk or open her eyes, about this time other people's daughters become sick too. Rumors spread that witch craft is involved in Betty's illness and the development of the plot begins. Important to the major development of the plot is the fact that in the forest, Abigail and the others were just playing like witches. But they were following Abigail because she wanted to try to put a curse on a lady named Elizabeth Proctor. Abigail was in love with Mrs. Proctor's husband, John Proctor, and she wanted to some how get rid of Elizabeth. The problem was that as the rumors spread about the devil Abigail went along with it and blamed the slave woman Tituba for forcing her to join the devil. The rising action begins when Tituba out of fear of death starts naming people that she says were with the devil when the devil came to her. This is all a lie though because once Abigail blamed Tituba she did not want to turn the story around and admit that she was lying in the first place because one, she was
Monday, August 19, 2019
Paul Cronan Analysis :: essays research papers
A.     Relevant Dates and Facts a.     1973 – Paul Cronan hired by New England Telephone (NET) straight from high school. He began working as a file clerk. b.     1983 – Cronan was promoted to Service Technician. c.     January to June 1985 – Cronan was ill at various times, having symptoms of AIDS-related complex (ARC). d.     June 1985 – Cronan was denied permission to leave work for a medical appointment by his supervisor, Charles O’Brian. O’Brian had given permission on two other occasions, but refused this third time unless Cronan revealed the reason for the appointment. Cronan told O’Brian of his condition only after O’Brian promised the information would be held in confidence. O’Brian excused Cronan for his medical appointment. The next day, Cronan was required to see a company doctor who examined him for 10 minutes. Several days after the appointment, a co-worker phoned Cronan to say that she had heard Cronan was infected with AIDS. e.     June 10, 1985 – Cronan began receiving departmental sickness benefits after phoning his supervisor and requesting medical leave. One week later, Cronan began receiving company paid illness benefits. f.     June 21, 1985 – Cronan’s personal physician provided a medical certificate stating that Cronan was disabled for 3 months. This certificate was renewed and extended for one year. g.     During the summer of Cronan’s absence, graffiti was written on the bathroom walls at work. h.     August 1985 – NET department heads from Personnel, Labor Relations, and Medical began meeting to talk about the potential impact of AIDS on the company and its workforce. O’Brian is replaced by Griffin as Cronan’s supervisor. i.     September 13, 1985 – Cronan diagnosed with AIDS. j.     September 16, 1985 – NET announces new corporate AIDS policy. k.     December 1985 – Cronan, with the help of the Civil Liberties Union of Massachusetts, files a lawsuit in state court against NET. He charges that NET violated state privacy laws and discrimination. l.     January 1986 – NET tries to have the case moved to federal court. m.     June 10, 1986 – Cronan’s illness benefits run out and NET puts him on disability which equals 50% of his wages. n.     October 16, 1986 – Cronan and NET reach an out of court settlement where by Cronan is able to return to work and he receives a transfer. B.     Critical Issues a.     Privacy – Cronan’s right to privacy may have been violated when his supervisor revealed his medical information to management other than O’Brian’s immediate supervisor. b.     Discrimination – Cronan may have been discriminated against by his dismissal when his medical benefits had run their course.
Sunday, August 18, 2019
Essay example --
The Supreme Court case Miranda v. Arizona in 1966 affected the rights of the accused and the responsibilities of law enforcement. Miranda v. Arizona is known as the â€Å"right to remain silent†case. â€Å"I must tell you first you have the right to remain silent. If you choose not to remain silent, anything you say or write can and will be used as evidence against you in court. You have the right to consult a lawyer before any questioning, and you have the right to have the lawyer present with you during any questioning. You not only have the right to consult with a lawyer before any questioning, but if you lack the financial ability to retain a lawyer, a lawyer will be appointed to represent you before any questioning, and to be present with you during any questioning.†The court established new guidelines to ensure that the individual is accorded to his privilege under the Fifth Amendment not to be compelled to incriminate himself. Before the case, it was unclear w hat rights criminal suspects had when taken down to the police station, so the police did little to clarify the situation, which means they acted as if they had no rights and the police questioned suspects as if they as police are entitled to an answer. John Flynn argued the cause for Miranda while Gary K. Nelson argued the cause for Arizona. Those in favor of Miranda were Warren, Black, Douglas, Brennan, and Fortas while those in favor of Arizona were Clark, Harlan, Stewart, and White. â€Å"Now the issue before the Court is the admission in evidence of the defendant’s confession under the facts and circumstances of this case over the specific objections of this trial counsel that it had been given in the absence of counsel,†said John J. Flynn, who argued for Miranda. â€Å"I believe... ... her rights given by the Fifth and Sixth Amendments before a trial. The Miranda Rights changed the way law enforcement conduct interrogations and gaining confessions. In taking the case, the Supreme Court had to determine the role police have in protecting the rights of the accused guaranteed by the Fifth and Sixth Amendment. The legal issue brought up was whether law enforcement officials must inform an accused of his constitutional rights as a responsibility. The court case decision revolutionized criminal procedure by holding the rights of the accused guaranteed in the Bill of Rights apply in States, no less than in federal courts, which drew criticism from state courts. The Miranda v. Arizona decision was the Supreme Court’s attempt to balance the rights of a person accused of a crime with the rights of society to prosecute those who commit criminal acts.
Saturday, August 17, 2019
Dreaming of Time Travel Essay
The reading â€Å"Dreaming of Time Travel†discusses applications of time machine, whether time travel is possible and how time travel can be explained in terms of physics and quantum mechanics. The author highlights such issues as meeting yourself in the past, time as fourth dimension, many-world theory, self-consistency, concepts of wormhole and star trek. It is a matter of fact that human imagination has been always captured by opportunities of time travel as it would give an excellent opportunity to see own past and perspectives for future. Science is interested in time travels the most as it would help to solve historical and scientific conflicts and controversial points. Of course, if people had time machine, they would definitely visit twenty-third century to look for technological advances and to find effective ways of cancer treatment. Nevertheless, time travels may change the past and, consequently, future would be changed as well. You may seven slip out of existence as a result of change. It would be possible to kill Hitler preventing, in such a way, World War II and save millions of innocent deaths. People would be able to participate in historical events shaping them. Moreover, it would be possible to meet historical figures as, for example, Buddha, Moses, Cleopatra or Shakespeare. Actually, there is no limitation of possibilities. Time travel makes people feel free to move around the world, but they may be helpless as they are not acquainted with cosmic order. Nowadays the issue of time travel has become a matter of interest for physicists, not only for fiction writers. For example, when Wells wrote his famous â€Å"The time Machine†many believed that it was impossible to travel through time and space. It is Einstein’s Universe that makes time travel possible and understandable. Therefore, many physicists are actively investigation time travel to the past. In his ideas Einstein uses the concept of time as fourth dimension. This idea is used to show that time can be measured by moving and stationary observers. Therefore, Einstein argues that our universe is four-dimensional. The idea of many-world theory is also very interesting as it offers radical alternative of viewing our world. Many-world theory is based primarily on quantum mechanics developed in the beginning of the 20th century. Quantum mechanics was used to explain the behavior of molecules, atoms and other micro-particles. Quantum mechanics proved that particles had wave nature. It is assumed that people won’t change the pass if they travel because they are a part of it. However, Einstein viewed it as paradox. Therefore, the concept of self-consistency was introduced to explain the possibility of historical changes. It seems that self-consistency is rather controversial to the common sense of free choice and free will. Therefore, time travelers are likely to be constrained being deprived of essential human ability. For example, David Lewis argues that free will never allows people to do logically impossible things. Four-dimensional world doesn’t change as it is viewed as fixed sculpture. Time-travel stories are also based on self-consistency system. In time travel the particles have world line meaning that there is a circle with no ends. Such particles are called jinn. They are claimed to arrive by wizardry as in Aladdin’s story. Often fiction literature involves scientific investigation of time travel. For example, â€Å"Star Trek†fiction encourages further time-travel investigation from scientific perspective. It stresses that it is possible to use warp-drive to ravel in past. Fiction often stimulates scientific thinking. Physicists are the most interested in time travel as they want to test the boundaries and opportunities of physical laws, as well as to patent a time machine. The author concludes that time travel seems so strange for people simple because they aren’t accustomed to meet time travelers in our everyday life. If people meet them everyday, they won’t be surprised. If time travel can occur in principle, scientists will receive new insights about the universal order. Works Cited Gott, J. Richard. Time Travel in Einstein’s Universe: The Physical Possibilities of Travel Through Time. NY: Houghton Mifflin, 2001. 3-32.
Friday, August 16, 2019
How to make better decisions
The film â€Å"How to Make Better Decisions†was quite interesting. The beginning of the film highlighted how based on science, It shows that the decisions we make are bad. We assume that we have a strong awareness of our choices and the reason why we do certain things. I agree with that because every time I make a decision, I always think that I know what the outcome would be, but really I am only making a decision based on my emotions and I am only assuming to think the outcome will be great. When I was in high school, there was a pair of sneakers that I really wanted.These sneakers were about $100 and my mother thought I was crazy for wanting them. At that time In my life, I convinced myself that I should buy these sneakers because they were cute and I really wanted them. Looking back now, that was a very bad decision. I could have saved that money and used it for something else. The only reason why I wanted those shoes was simply because everyone in school wanted them, but only certain students could afford them. It was like I had to prove something by buying hose shoes, and I did not make a logical decision when purchasing them, I acted out on emotions.At that time In my life, my â€Å"grip on reality†was not as tight as I thought. I found It quite hilarious In the documentary, when Mathematician Garth Sunder spoke to the four men about how compatible they may be when finding a potential partner at the party. The four men Levi, John, Cal, and Chris were very brilliant, but they were all single because they do not know how to approach women. Sunder believed that he can help the four men find suitable girlfriends by using algebra equations. It was called the â€Å"Do I Stand a Chance with Her equation.Cal was told that he would have a 95% chance with the girl he liked because he was a â€Å"witty conversationalist†and he was much more attractive than the girl he Liked. Well after talking to the girl for not too long, It seemed as thou gh she was not the least bit interested in him. John was told that he had a 41% chance of finding someone compatible, but he seemed to be doing fine when talking to one of the women at the gathering. Chris was told that he would have a 43% chance, so he cited Just to be himself and be honest with the woman he was talking to and it seemed to work out well for him.The fourth guy from the group Levi did not want to follow the math equation, and he ended up not meeting or talking to anyone that night. I really found the math equation to be ridiculous. I still can't see how a math problem can determine if someone will like you or not. That is based on the individual. Like the saying goes â€Å"beauty is in the eye of the beholder†. It was a bit shocking to see that Garth Sunder actually wrote a book that has an equation of every tricky situation that life has to offer.He believes that to come to a truly logical factor, the decisions must interact with Algebra. I searched for the b ook on Amazon and It Is called â€Å"Geek Logic: 50 Foolproof Equations For Everyday Life†. With a price of $2. 45 plus a $3. 99 shipping fee, I'm strongly considering purchasing this book. I'm not purchasing the book to help me with creating equations to assist me on decision making, but I'm interested to see how the equations are set up. I'm sure out of curiosity I am going to try and use one of those equations just to see if it sakes me make decisions rationally. He marketplace. He gave many of the people options to either keep the twenty pounds or gamble for the other thirty pounds in hopes of walking away with fifty pounds, or to Just keep a portion of the money without gambling for the extra thirty pounds. The risk takers were the one who decided to gamble, while the ones who are not risk takers simple opted out of gambling and decided to walk away with the money they already had. I am a risk taker and if I was in that situation, I would definitely gamble for the extra thirty pounds.I would first convince myself that I'm not really losing anything even if I don't win the extra thirty pounds. If I had not come into the market place then I would not have even had the opportunity to try and gamble for the money. Even if I did not win the fifty pounds, I'm still leaving with the same amount of money that I came in with. I felt sympathetic towards the woman in the video who had the brain damage that affected her frontal lope. Tasks such as remembering to take her medicine or simply going to the grocery store can be very difficult for her.With our frontal lopes being the largest part of our brain and also playing a role in how we reason and make decisions, I can see how it may be difficult to have that part of the brain destroyed. The test with the warm and hot cup that was done by the Yale University students was quite fascinating. The students who held the warm cup had a much more positive response when asked if they would hire the young man as Projec t Manager whereas the students who held the cold cup all stated that they would not hire him. I see this same behavior with myself everyday!One the days that I am able to grab myself a nice cup of hot coffee in the morning, I tend to be in a very good mood at work. The warm feeling that the coffee gives me, puts me in a very good mood and for some strange reason I feel very determined to get my work done. Then on the days that I may be running late to work and cannot stop to get a cup of coffee, I will go to the vending machine in my office building and grab a soda. After the first sip I stats to get cold and irritated. I start wishing that I was home in bed instead of being at work.I find myself sighing a lot and constantly looking at the clock and waiting for my lunch break to run to the nearest Way for a warm drink. I believe I watched that part of the film three or four times. The first two times I watched it I said to myself â€Å"Oh my gosh! That is so me! †I truly enj oyed watching this documentary and I believe it was a great film. Although it may not be 100% accurate, some of the ways we make decisions are influenced by our emotions. I would have never thought that a simple beverage can really change my mood, or affect how I choose to go through my work day.
Thursday, August 15, 2019
Leading Change Strategically Essay
Abstract Whereas change does not cause renovation, all improvements require modification. The ability to develop, test, and implement changes are important for any specific, group, or organization that wants to continually enhance. There are many kinds of changes that will result in renovation, but these particular changes develop from a limited number of change principles. A change idea is a basic notion or approach to alter that, which has been found to be useful in developing specific ideas for changes that result in renovation. John Kotter notes an eight-step process to change. This narrative provides an in-depth review of Charlotte Beers and how she gained trust of those at Ogilvy and Mather Worldwide while CEO, and leveraged that trust to turn internal and external organizational challenges. Employing Kotter’s eight-steps when fostering change, this narrative closely reviews the concepts and how Beers applied the steps to develop change within the sixth largest advertising agency in the world. Charlotte Beers At Ogilvy and Mather Worldwide Sense of Urgency Beers was appointed CEO of Ogilvy and Mather (Ogilvy and Mather) Worldwide in April 1992 to turn around the embattled advertising agency (Levin, 1992, p. 2). Ogilvy and Mather was losing market share and the internal leadership was doing more in fighting than moving the organization in becoming the number one advertising agency. Hiring Beers was key in getting the organization on the right track, leveraging several of Kotter’s change steps in doing so. Coined as someone who is exterior to the organization, Beers was an anomaly as she chosen as a leader who was appointed from outside, that, which was not typical. Most senior leaders within Ogilvy and Mather were promoted from within. After losing major campaigns from Unilever and Shell Oil Company, certain change was imminent, but unaware in how to embrace (Levins, 1992, p. 7). Additional campaign losses affected the New York office and directed this failure to the most senior person within the organization. A major shake-up took place in 1999, when CEO, Phillips stepped down as the senior leader, and for the first time in history and person outside the company was appointed. With a strong history preceding her, Beers’ prior successes while COO of Tatham-Lair & Kuder, provided expertise needed for Ogilvy and Mather. To be successful, Beers would have to inject a sense of urgency (Kotter, 2002) by outlying the vision of the organization. Beer knew that change would be easier if people at Ogilvy and Mather desired the change and motivated in making it happen. Beers needed to leverage effective communication and build a guiding coalition who could help move that vision to the forefront. Beers was responsible for infusing her vision, while still conducting her managerial and strategic tasks for moving the organization forward. Beers would have to build a new organization structure, which managing politics and keeping eyes on Ogilvy and Mather’s mission and vision. Strategic in her approach, Beers needed to bring into line the organization with Ogilvy and Mather’s vision. Kotter emphasis, possessing a sense of urgency is the first step when implementing change (Kotter, 1992). Getting her message to all internal Ogilvy and Mather stakeholders, Beers wanted one single, clear message that introduced expectations while soliciting help and in gaining buy-in from staff and other organizational leaders. Her first effort was using multimedia to creating a clear message that she needed there help, while still shaping Ogilvy and Mather’s future. Beer’s candor and openness was heart-felt by the masses. Beers needed to form a credible guiding coalition and delegate the authority to them to work across the organization (Kotter, 1992). Once Beers applied these first steps successfully, she could direct her focus on the third step of the model in developing a change vision and strategy. Organizations sometimes rush through this step too quickly. When done correctly, however, it requires time to get a change vision and strategy right (Kotter, 2002). Guiding Coalition Beers established herself as a leader, and made time to meet with each senior executive to hear concerns and how they thought about the impending changes. She selected her â€Å"guiding coalition†based on those ready for the challenge (Ibarra, 2011). She selected her essential senior leadership team by meeting with them one-on-one to assess their allegiance to Ogilvy and Mather, and ultimately to her. Ensuring that her team reflected the entire organization, composed of artistic and management-focused talent. Convincing Ogilvy and Mather’s key people was crucial in creating Beer’s coalition, built upon the urgency and momentum (Phillips, 2012, p. 496). Ogilvy and Mather’s old ways of doing things was indicative of habitual behaviors. These habits were regular stable patterns of evens that became routine and would take time to change for the failing advert giant. Beer knew organizational change involved both anticipated and unanticipated changes in Ogilvy and Mather’s power and influence structure. While some of the leaders may find their influence or power increased, and others found theirs decreased as a result of Beer’s changes. Bee dealt with misunderstandings as a result of communication barriers, permeated lack of accountability during the prior leadership’s tenure. Getting the Vision Right Beers took the proper steps to hearing her stakeholders concerns while providing a listening ear. These discussion forums provided Beers with information that would help in getting the vision right. Beers did not follow the standard old way of doing things, but chartered new lines of communication. She provided the financial community with analysis that was very different from her predecessors. Beers indicated to investors where Ogilvy and Mather could become the advertising agency of choice; as they once were. She reinforced her mantra by painting a clear picture to investors of Ogilvy and Mather’s stellar work. Painting a clear vision to the masses was important to Beers, even though she was still working it out. She appealed to the emotional side of employees and leaders, which established linkage and accountability. Beers needed to get the team to establish a simple vision and strategy. She focused on the emotional and creative aspects necessary to drive service and efficiency (Kotter International, 2013). This step meant removing Ogilvy and Mather’s old things as they were. For Beers to get the vision right, she needed to deem what were Ogilvy and Mather’s values, and why they were essential to the change when executing the vision. Communicate for Buy-in Stakeholder meetings across the United States were difficult for Beers, especially the one in Vienna. There were personality clashes, and each meeting seemed to nearly end the vision before gaining traction. Beer’s tenacity and relentlessness forged the vision Ogilvy and Mather needed to repair the damaged caused by a stalemate of change. Establishing Beer’s vision was difficult as each meeting concluded. Ogilvy desired to be the advertisement agency of choice by all of the Fortuned 500 firms. Beers addressed her leaders by getting to know them and painting a picture that would appeal to their concerns. Daniel Goleman notes six varying leadership styles, when applied to organization structures include: visionary, coaching leader, affiliate, democratic, pace-setting ad commanding (Primal Leadership, 2004). Beers adopted only three of these styles; democratic, authoritative, and coercive. With the most direct approach, Beers often used coercive leadership, which amounts to whatever the boss asks; they receive. While her authoritative approach affords autonomy when propelling individuals toward collective goals. Beers knew she had to tread lightly with this style, as Ogilvy and Mather had not yet stabilized from chaos. Beers knew she had to get united with the nay-says that was giving the changes, the most push back. While in a meeting in Westchester, New York, Beers leverage the audience to gain consensus on Ogilvy and Mather’s mission and vision. Although she was hesitant in having this meeting, she agreed to have another meeting with a larger audience. Utilizing varying leadership styles, provided Beers with trust during a different time of change for Ogilvy and Mather. Her ability to navigate during such a challenging time provided Beers with the credibility needed to galvanize the organization. References Advertising Age. (n.d.). Advertising Age AdAge Encyclopedia RSS. Retrieved November 3, 2013, from http://adage.com/article/adage-encyclopedia/tatham-laird/98897/ Can Charlotte Beers revive O&M?; Frustrated Sorrell seen as force behind agency shuffle. Daniel Goleman, Richard Boyatzis and Annie McKee, Primal Leadership, HBS Press, 2004 Advertising Age, Retrieved from Ogilvy and Mather.lexisnexis.com/hottopics/lnacademic. Kotter, J., & Cohen, D., (2002). The heart of change: real-life stories of how people change their organizations. Boston: Harvard Business School. Kotter, J. & Rathgeber, Ogilvy and Mather. (2005). Our iceberg is melting. New York: St. Martin’s Press. Ibarra, Ogilvy and Mather., & Sackley, N. (2011, September 21). Books, Cases, Articles, Audio, and More †¦. Charlotte Beers at Ogilvy & Mather Worldwide (B). Retrieved November 3, 2013, from http://hbr.org/product/charlotte-beers-at-ogilvy-mather-worldwide-b/an/495032-PDF-ENG Kotter, J. (n.d.). Step 1 Kotter International – The 8 Step Process – Step 1. Kotter International – Innovative Strategy Implementation Professionals. Retrieved October 19, 2013, from http:// Ogilvy and Mather.kotterinternational.com/our-principles/changesteps/step-1 Phillips, J., & Gully, S. M. (2012). Organizational behavior: tools for success. Mason, OH: South-Western Cengage Learning.
Todays Highly Competitive Business Environment Commerce Essay
In todays extremely competitory concern environment, there are a batch of companies that are viing with each other for concern and besides these companies have to be cognizant every now and so of a new market participant emerging with new thoughts, technological inventions and techniques that can hinder those bing market participant ‘s concern aspirations. The key to success for concerns is to be able to place that competition and to react to it, be able to invariably develop, get and accommodate, i.e evolve harmonizing to the market demand. This has bought frontward the construct of corporate entrepreneurship. The civilization of corporate entrepreneurship has to come from within the direction of administrations. With the intense competition among concerns, the modern-day manner of direction has given to strategic leading. Corporate Entrepreneurship is the civilization of advanced thought from within people in the administration that ensures sustained growing of companies ( Ra y & A ; Ramachandran 1996 ) . The motivation for entrepreneurship comes from the impulse to heighten client satisfaction ( Ramachandran 2003 ) and besides plan better for the hereafter. The motivation for entrepreneurship can besides be a response to the altering market scenarios that concerns face, whether it is from competition from challengers or in the chase of new concern chances. This sort of entrepreneurship was foremost started at Continental AG by Dr Von Grunberg, who fostered the thought of advanced thought among all staff at Continental when he started as the Chairman of the executive board in 1991. This corporate invention bought frontward the thought of profitableness among each concern unit of Continental AG. The company moved from a scheme of enlargement by acquisition to a growing scheme by profitableness. For this sort of advanced thought ( corporate entrepreneurship ) companies need leaders who are able to anticipate alterations, predict and program for the hereafter. This is what is known as strategic leading. Strategic leaders have multiple accomplishments but most of import among them are the interpersonal, conceptual and proficient accomplishments. They are besides adept at pull offing alterations. Under Dr Von Grunberg ‘s strategic leading, the company â€Å" put about implementing a re-orientation of the company ‘s concern †( Bruch and Vogel 2001 ) . He encouraged the thought of entrepreneurship among all concern units of Continental AG and urged the company to â€Å" endeavor for the prima place in engineering †( Bruch and Vogel 2001 ) as his sharp vision envisaged the spread and chance for the future technological market. He felt that the Sur market was saturated and Continental could hold non survived merely by being a Sur provider entirely. He put frontward a program for future merchandise and procedure inventions towards being a systems supplier by re-structuring the Research and Development division ( R & A ; D ) at Continental AG, it started to demo consequences, Continental AG moved in front from its dark yearss at the beginning of the 1990 ‘s and re-invented itself in the market. Corporate scheme must be in the custodies of strong leaders in the company and their strategic thought drives a company frontward. Strategic leading is non merely concerned with giving way to present schemes but besides future schemes for the company and programs in topographic point for those schemes. Strategic leading besides motivates employees by giving them the right way in front and fixing them better for the hereafter. 1b ) The 1990 ‘s saw a serious recession in Europe and the universe tyre industry was besides hit by this recession. Vehicle enrollment declined and the market shrunk. Continental was faced with bead in net incomes, units running on losingss and the coup d'etat command of Pirelli. This prompted a strategic alteration in its external and internal policies. Before looking into Continental ‘s strategic alteration, the factors responsible for those strategic alterations in Continental ‘s policy demand to be looked at and is discussed in the nest paragraph. In malice of the hard times talked about in the earlier paragraph, Continental pursued growing scheme and as a consequence suffered immense losingss ( 65 million euro in 1991 ) ( Bruch and Vogel 2001 ) . Pirelli, a rival of Continental at that clip wanted to try a coup d'etat of Continental which was non successful and at the terminal it was settled with Pirelli controlled block of portions being transferred to a bank pool and the going of Executive board president Horst W. Urban on May 10, 1991. Continental was besides confronting troubles incorporating the companies/tire trade names like Uniroyal, Semperit, General Tire etc acquired as portion of its growing scheme. â€Å" There were besides hapless net incomes in a figure of corporate divisions †( Bruch and Vogel 2001, p740 ) . The company construction of Continental was bureaucratic and centralistic ( Bruch and Vogel 2001 ) . The corporate construction was managing â€Å" functional duties †alternatively of being market and client oriented. Most of the direction were involved largely in transporting out administrative responsibilities and lacked entrepreneurial skills/energy and strategic leading and that besides came down to the employees. To prolong in the extremely competitory market, Continental needed strategic alteration and those strategic alterations implemented by Continental are discussed in the following paragraph. More importance to profitableness and invention Continental shifted its focal point from being growing by acquisitions to more on stabilising the company ‘s profitableness and invention and no farther acquisitions. The inventions, Continental stressed would be achieved by the company through its ain entrepreneurial forces ( Bruch and Vogel 2001 ) . Dr Von Grunberg presented a 10 point plan which was designed to put more accent on company directors holding a clear net income orientation and besides be a leader in inventions and engineering. Restructuring the functional orientation in the tyre country Functional restructuring for the tyre country in 1992 saw the old â€Å" board countries of ‘Tire production ‘ and ‘Marketing/Sales ‘ responsible for auto and truck tyres †being dissolved and replaced by merchandise driven â€Å" board degree divisions of ‘Passenger Tires ‘ and ‘Commercial Vehicle Tires/Environment/Research ‘ . Net income orientation of service maps The demand for profitableness besides applied to serve maps like Information engineering. Continental AG outsourced its IT functions to another company which was jointly run by IBM and Continental. Marketing administration of auto tyre division Continental AG acquired a figure of trade names in the 1980 ‘s like Uniroyal, Semperit, General Tire, Viking etc. Their profitableness was looked after by a separate direction squad. One of the major jobs these trade names were confronting was that they were seemingly aiming the same clients and in fact seemed like each other ‘s rivals. Continental AG realised that and adopted a stance of market orientation, a displacement from trade name orientation at the terminal of 1993. Managers were given much more authorization in their parts and they were made â€Å" accountable for the consequences †( Bruch and Vogel 2001 ) . They were besides given clip and infinite in covering with clients and understanding their demands. Cardinal coordination of decentral activities Even though decentralization of the assorted units/activities were pursued, cardinal functional countries like control, finance, engineering, buying â€Å" were retained as cardinal units †( Bruch and Vogel 2001 ) . Dr new wave Grunberg â€Å" continued to exercise direct influence †( Bruch and Vogel 2001 ) peculiarly in affairs of investing.2a ) How Continental fostered strategic invention ( use Porter ‘s value concatenation understanding )Any company who is looking to last in the long tally in the market must be able to rethink and reinvent its planning procedure in order to keep sustainable competitory advantage in the market. Whether it be through distributing the civilization of corporate entrepreneurship among direction and staff, through advancing strategic leading or through furthering strategic inventions. Inventions are portion of nucleus competences of houses and are indispensable for competitory advantage ( Bruch and Vogel 2001 ) . A careful analysis of Porter ‘s value concatenation ( a utile tool to analyze a house ‘s nucleus competences ) would uncover two really of import facts. The activities in which a house can prosecute competitory advantage can be either by making a superior cost advantage by which it offers the market and its clients a existent value for money or by distinguishing its constituents, merchandises and services from its rivals. Continental was faced with tough times at the beginning of the 1990 ‘s with the economic recession and its failure to react to altering times by redesigning its schemes and policies. However with Dr. Von Grunberg as the president of the executive board it identified the countries to turn to as respects to company schemes and focussed on furthering strategic invention civilization in the company with respects to core competences of distinguishing its constituents, merchandises and services from its rivals. Initial scheme of Continental after the assignment of Dr Von Grunberg in early 1991 ( as the Chairman of the Executive Board ) was to concentrate on the entrepreneurial strength and invention potency of its staff and directors. However that scheme changed with clip, â€Å" following the acquisition of Teves, ITT industries brake and chassis operations in 1998 †( Bruch and Vogel 2001 ) when Continental went â€Å" beyond its ain operations into the value ironss of providers †( Kotler 2003 ) in chase of systems supplier position ( Bruch and Vogel 2001 ) . Through endeavoring for technological promotion Continental was looking to distinguish itself from its rivals and one facet which Dr Von Grunberg felt that the company could do a difference is in the promotion on the technological forepart. He urged for invention from single employees from every individual section of the company. The attempts bore fruit and resulted in a new tyre line, Eco-contact in 1992 and development of a one phase Sur edifice machine in 1994 ( Bruch and Vogel 2001 ) . Continental invested to a great extent in Research and Development ( R & A ; D ) even during the crisis ( Bruch and Vogel 2001 ) and focussed on merchandise and procedure inventions ( instance analyze 7 ) within the tyre industry. A new engineering Centre was built up in Hannover, Germany. â€Å" The R & A ; D resources from Semperit and Uniroyal were all brought together in Hannover †( Bruch and Vogel 2001, p744 ) . Therefore more than 1000 applied scientists and technicians were working together in presenting â€Å" market orientated inventions for car/truck tyres and automotive systems †( Bruch and Vogel 2001, p744 ) . There were besides â€Å" research-development-engineering ( RDE ) meetings †where the research workers were confronted â€Å" with the demands of directors from market and client units to further new concern thoughts †( Bruch and Vogel 2001 ) . Towards a systems provider for automotive industry Continental AG and its direction under the leading of Dr Von Grunberg in the 1990 ‘s realised that providers of complete systems ( alternatively of tyres or constituents merely ) will play the dominant function in the automotive industry of the hereafter ( Bruch and Vogel 2001 ) . The provider market of constituents and tyres was shriveling at that clip. It was at that clip that Continental realised that it could long longer remain as a direct provider of production of tyres merely. It needed to â€Å" integrate proficient human body constituents to organize complete systems to provide to the automotive industry †( Bruch and Vogel 2001, p745 ) and the acquisition of Teves â€Å" to make a superior value bringing web †( Kotler book, p71 ) Formation of a separate board country Automotive systems The board of Continental AG founded a separate board country in 1994 called the ‘Automotive Systems ‘ headed by Albert Beller, a former director at ITT Industries who had extended experience in the human body concern ( Bruch and Vogel 2001 ) . From production of 10000 tyres in 1994 in a affair of two old ages production increased to three million tyres ( 3 million ) . There were besides developments of series of advanced merchandise thoughts for the human body that came along during this clip, viz. TPMS, CECC, CASS, SWT merely to call a few ( Bruch and Vogel 2001 ) . These developments of advanced merchandise thoughts formed the footing for future value add-on and growing2b ) Compare and contrast Corporate administration and corporate societal duty patterns at Continental AG and Goodyear tyreCorporate administration at Continental AGCorporate administration is the manner a corporate is governed, the set of regulations, policies and processes that dictate the manner a comp any is administered or run ( University of Sunderland Handbook 2004 ) . Continental AG follows certain corporate guidelines, administration and codification of behavior which make up the Corporate administration patterns at Continental AG in conformity with subdivision 161 of the German Stock Corporation Act ( AktG ) . The Continental AG Executive board is in duty for the direction of the company as a whole. The executive board is formed of members who portion the assorted duties. The caput of the executive board is the Chairman of the Executive board and is responsible for giving the company the way it needs, including concern policy and overall direction ( www.conti-online.com ) . The Supervisory board is responsible for naming the Executive board and besides supervises and advises the Executive board. The supervisory board is besides represented by a Chairman who along with the president of the executive board discusses the company ‘s scheme and growing. The corporate administration patterns since 1990 ‘s under the able stewardship of Dr Von Grunberg disintegrated the centralized construction of operation of Continental AG and made concern units and concern directors more accountable to the net incomes and losingss sing their units. This developed more transparence in operation at Co ntinental AG. The Corporate Guidelines of Continental AG was reflected in the new Continental policy, the BASICS, the Continental AG corporate guidelines. It has reflected the vision, overall focal point by value creative activity ( Bruch and Vogel 2001 ) , concentrate on stakeholders, merchandises and services, corporate spirit, values and self-image of the Corporation since 1989. Code of Conduct of Continental AG Continental AG introduced a Worldwide Code of Conduct in 1996 that describes the basic values and rules which are adhering for all Continental employees during their mundane work and when covering with co-workers, clients and other company stakeholders ( www.continental-corporation.com ) . This was to further a long term successful relation with company stakeholders and clients.Corporate Social Responsibility patterns at Continental AGContinental AG understands the fact that a company ‘s success is non merely defined by its growing and profitableness but it besides defined by its societal duty, its lovingness for the society and the universe in general. Continental AG is committed towards sustained societal duty, called the Corporate Social Responsibility ( CSR ) ( www.cont-online.com ) . Continental takes into history environmental and societal facets into history in planing its merchandises and makes certain that its merchandises guarantee safety and convenience in route traf fic ( www.continental-corporation.com ) . The company is committed towards handling its staff in a responsible mode, guaranting they are happy, in good wellness and can keep a balance between personal and professional life. The company besides offers farther making and preparation and development chances for its staff. Continental AG besides supports and promotes resource salvaging merchandises to do certain that the environment is looked after.Continental AG works with the wider societal community in back uping programmes and undertakings on instruction, public assistance and athleticss ( www.cont-online.com ) . Continental AG follows the model of International Global Reporting Initiative ( GRI ) guideline in pulling up its Corporate Social Responsibility Report.Goodyear Corporate administration patternsGoodyear has a corporate administration commission to supervise all corporate administration activities. The commission consist of three or more managers appointed by the Board of Directors ( www.goodyear.com/corporate ) . The commission listens to stockholders suggestions for board members and besides reappraisals and assesses the corporate administration guidelines to do recommendations to the Board. Goodyear ‘s corporate administration patterns has led to innovative thought, merchandise optimisation and optimisation of client satisfaction and is apparent in its new policy of seven strategic drivers ( leading, concentrate on hard currency, low cost construction, leveraged distribution, constructing trade name strength, merchandise leading and advantage supply concatenation ) to better integrate and organize the concern activities so that they are more net income oriented, concentrate more on presenting client satisfaction, focal point on clients appeal on Goodyear ‘s cardinal trade names and better co-ordination with the supply concatenation for streamlined telling procedure concentrating on client and low operating cost ( www.goodyear.com/corporate ) ..Corporate Social Responsibility patterns at GoodyearGoodyear tyre is committed towards the society at big and besides the environment. Goodyear realises that to be a universe participant it must pay same attending to the environment as it pays to success and net incomes. Goodyear follows all relevant environmental wellness and safety guidelines non merely in relation to its workers but besides maintaining in head the planetary society and community in the topographic point in which it operates. The committedness to zero waste landfill in 2006 all was implemented to extinguish all waste from landfills ( www. goodyear.com/corporate ) . Initiative was besides taken for the decrease in the the usage of dissolvers, advancing energy efficiency and commanding wastage of H2O. Goodyear undergoes legion plants all over the universe affecting immature kids, adult females, backward communities to aware them of the dangers in route traffic and the safety measures that will do this universe a better and healthier topographic point to populate in. Some of the enterprises are adult females with thrust, trial coin kits, Nelson Mandela Business alliance to back up the HIV/AIDS people in Africa, kid safety place programme. In decision the corporate societal duty patterns at Continental are more concentrated towards safety and good being of its employees and the society at big, while the corporate societal activities of Goodyear tyres are more focused on the wellness and safety policy and advancing safety to the society at big. 3a ) The construction at Continental AG was extremely centralized and bureaucratic before 1992. This sort of stiff construction made Continental AG concentrate more on functional duties and as a consequence distanced itself from the market and its clients. This sort of construction did non let the chance to look into the wellness of the single units in the company and as a consequence it was hard to happen out or track the beginnings and grounds behind losingss and besides to keep person accountable for the losingss. However the restructuring of the functional construction in 1992 saw the board countries of ‘Production Tires ‘ and ‘Marketing Gross saless ‘ existent in the functional construction in 1991 being dissolved into ‘Passenger Tires ‘ and ‘Commercial Vehicle Tires/Environment/Research ‘ . Alternatively of giving separate duty to a selling team/department/unit, the new construction allowed both divisions to look into their produc tion and besides selling duties. The directors were responsible for reasonably much everything for their divisions and they were given far more freedom and liberty to show them and were responsible for the profit/losses. This fostered the civilization of invention and new thoughts non merely among directors, but besides the directors and the board encouraged entrepreneurial energy among staff. The concatenation of bid was much clearer ( organizational construction ) and this transparence made it possible to put targets/profit demands on top direction in those divisions. In 1996 â€Å" the organisational split up of the rider tyre division into the extremely profitable replacing concern unit and loss devising original equipment concern †made it possible to place the loss doing country from the net income devising country. The loss doing original equipment concern was brought back to gain doing under the leading of Dr. Kessel, who besides promoted the entrepreneurship among al l degrees of the company. But this organizational shingle up was of import as the company was able to work individually on that peculiar country and by 1997 it paid dividends. From 1992 onwards the direction at Continental AG felt that with the shrinkage of provider market in tyres and constituents, it could long longer remain as a direct provider of production of tyres merely, the automotive industry market was traveling more towards â€Å" providers of complete systems †( Bruch and Vogel 2001 ) . It needed to â€Å" integrate proficient human body constituents to organize complete systems to provide to the automotive industry †( Bruch and Vogel 2001, p745 ) and the acquisition of Teves â€Å" to make a superior value bringing web †( Kotler book, p71 ) . The board of Continental AG founded a separate board country in 1994 called the ‘Automotive Systems ‘ headed by Albert Beller, a former director at ITT Industries who had extended experience in the human body concern ( Bruch and Vogel 2001 ) . The formation of a separate section ‘Continental Automotive systems ‘ in the corporate construction put greater acce nt on supply of complete systems and led to the development of advanced thoughts and entrepreneurial accomplishments for merchandises like TMPS, CECC, CASS, SWT etc. 3b ) Dr Stephen Kessel assumed the board chairmanship on June 1, 1999. He knew that it was a difficult occupation following in the footfalls of Dr. Von Grunberg, who was enormously successful in maneuvering Continental from its dip in the early 1990 ‘s and turn it into a net income devising company with an entrepreneurial mentality ( Bruch and Vogel 2001 ) . The major challenge for Dr. Kessel was keeping the corporate place of Continental and besides to keep the entrepreneurial energy among employees at Continental. He introduced a new policy known as BASICS which is creative activity of value that benefits all stakeholders with a clear vision and overall focal point ( Bruch and Vogel 2001 ) . Dr Kessel initiated a â€Å" company-wide balanced scorecard procedure for the intent of set uping certain guidelines within Continental †( Bruch and Vogel 2001, p752 ) . In this he involved every individual section and devised a balanced scorecard for every individual concern uni t, which was to be reviewed yearly. â€Å" This provided a better handling of the corporate divisions utilizing fewer public presentation figures †( Bruch and Vogel 2001 ) . Dr Kessel besides played a important function in procuring Continental AG ‘s technological border on competition and taking place in footings of technological invention with the â€Å" freshly founded Strategic Technology unit join forcesing tyres, human body, brakes and proficient merchandises determining company ‘s re-orientation to a systems provider †( Bruch and Vogel 2001, p752 ) . He was besides instrumental in acquiring the â€Å" original equipment concern unit †back to gain doing with entrepreneurial activities and â€Å" acceptance of a strategic policy †of non clasping under the â€Å" automotive industry ‘s pricing policy †( Bruch and Vogel 2001, p753 ) .
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